ch 18 change Flashcards
a natural social process of altering things involving groups, individuals, organizations and society. it is constant and unavoidable
change
2 types of change
-planned change: first order change
-unplanned change: second order change
(lewin’s model) 3 stage process in planned, first order change
- unfreezing
- experiencing the change
- refreezing
forces that favor change
facilitators
forces against change
barriers
6 individual responses to change
-innovators
-early adopters
-early majority
-late majority
-laggards
-rejectors
learning organization disciplines (5)
-systems thinking
-personal mastery
-mental models
-shared version
-team learning
change management functions (5)
-planning
-organization
-implementation
-evaluating
-seeking feedback
change strategies (8)
-listen
-establish connection with staff
-build trust
-dialogue
-empower
-facilitate
-manage information
-manage relationships
change that is deliberate, organized, and has the goal of improvement
planned change
change that is disconcerting, unanticipated, and adaptive
unplanned change
change that requires radical adjustments in a person or in the structure of a system; revolutionary, episodic
second order change
change that is referred to as continuous improvement in healthcare systems. have small ongoing steps that are usually in harmony with the values of persons/systems
first order change
lewin’s planned change: step during which individuals and organizations recognize the need to change and begin to get ready to make that change. This is a time of evaluating the benefits and the costs that the change will entail
unfreezing
the forces or influences that affect whether change occurs
force field analysis
lewin’s planned change: step during which planned interventions and strategies are executed to support the implementation of the change
experiencing the change
lewin’s planned change: step which focuses on sustaining the change over a longer period. During this time, the change agent works to reinforce the new, desired behaviors and processes by praising, rewarding, and providing feedback
refreezing
theories that view change as emergent and highly influenced by all individuals and subsystems in an organization; says system behavior is unpredictable; change isn’t episodic but ongoing and recreates systems constantly
complexity theories
individual response to change: person thrives on change, which may be disruptive to the unit stability
innovators
individual response to change: person is respected by their peers and thus are sought out for advice and information about innovations and changes.
early adopters
individual response to change: person prefers doing what has been done in the past but eventually will accept new ideas
early majority
individual response to change: person is openly negative and agrees to the change only after most others have accepted the change
late majority
individual response to change: person prefers keeping traditions and openly express their resistance to new ideas
laggards
individual response to change: person opposes change actively, and may even use sabotage, which can interfere with the overall success of a change process
rejectors
individuals who are optimists, have influence with colleagues, know how to build networks, and facilitate communication
champions/change agents
attributes characterizing change agents
-commitment to a better way
-courage to challenge biases and norms
-take initiative
-persona
-caring
-humility
-sense of humor
the process of creating a common view about where the organization is going
shared vision
the practice of helping individuals become aware of how they think, what they value, and how that affects organizational performance
mental models
the fostering of openness in the face of change by maintaining self-awareness and using reflection
personal mastery
the promotion of teams thinking together, collaborating, and sharing ideas, knowledge, and perspective
team learning
the development of frameworks that see the organization as a complex entity whose many parts affect outcomes
systems thinking
kotter’s 8 step change model
- create urgency
- form a powerful coalition
- create a vision for change
- communicate the change vision
- remove obstacles
- create short-term wins
- build on the change
- anchor the changes in culture
4 A model of change leadership
-Acknowledge thoughts and feelings
-Align with purpose and values
-create Agency with genuine choices
-Adjust your attitude
5 organizational disciplines to support change and evolution
-shared vision
-mental models
-personal mastery
-team learning
-systems thinking
change support strategies leaders can adopt (6)
-view change as positive experience
-develop skills essential for supporting change
-reduce negative influences and behaviors
-mobilize positive peer support for the change
-create financial incentives that reward change agents
-make structure and process modifications to support change initiative
3 theories for planned change
-havelock’s 6 phases of planned change
-7 phases of planned change (lippitt, watson, westley)
-rogers’ innovation-decision process
theory for planned change: Change can be planned, implemented, and evaluated in six sequential stages. The model is advocated for the development of effective change agents and used as a rational problem-solving process. The six stages are as follows:
1.Building a relationship
2.Diagnosing the problem
3.Acquiring relevant resources
4.Choosing the solution
5.Gaining acceptance
6.Stabilizing the innovation and generating self-renewal
havelock’s 6 phases of planned change
theory for planned change: Change can be planned, implemented, and evaluated in seven sequential phases. Ongoing sensitivity to forces in the change process is essential. The seven phases are as follows:
1.The client system becomes aware of the need for change.
2.The relationship is developed between the client system and change agent.
3.The change problem is defined.
4.The change goals are set and options for achievement are explored.
5.The plan for change is implemented.
6.The change is accepted and stabilized.
7.The change entities redefine their relationships.
7 phases of planned change (lippitt, watson, westley)
theory for planned change: Change for an INDIVIDUAL occurs over five phases when choosing to accept or reject an innovation/idea. Decisions to not accept the new idea may occur at any of the five stages. The change agent can promote acceptance by providing information about benefits and disadvantages and encouragement. The five stages are as follows:
1.Knowledge
2.Persuasion
3.Decision
4.Implementation
5.Confirmation
rogers’ innovation-decision process
